From Kelley’s attribution theory to Bowen and Ostroff’s HRM system:
The moderating effects of consensus

The aim of this study was to examine the effects of consensus in the relation
between Commitment-based management and knowledge sharing. Consensus was
conceptualized in two different ways: according to Kelley´s theory (1973) as
consensus among employees and according to Bowen and Ostroff (2004) as
consensus among HR principals. The research question was: Can the theory of Bowen
and Ostroff (2004) as well as Kelley’s covariation model (1973) explain how
consensus affect the relationship between Commitment-based Management and
knowledge sharing? Consequently, how can this relationship be explained? And how
does collectivistic orientation affects this relationship? Results among 356 employees
working at four different organization showed that consensus among HR principals
strengthened the relation between Commitment-based management and knowledge
sharing. Also consensus among employees strengthened the relation between
Commitment-based Management and knowledge sharing. Collectivistic orientation
related to knowledge sharing, but did not affect the above described relationships.
Implications are that agreement among employees and consensus among HR
principals should be advocated, because without consensus Commitment-based
Management has little effect.